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What is Organisation Change Management?

A structured approach that helps manage the people components during a business transformation initiative to realise the desired outcomes

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Change Readiness Acceleration Change Leadership Development Performance Lever Gap Analysis Stakeholder Involvement Strategies Culture and Values Alignment Transition Planning and Management Team Development Organisational Learning

Clear and Compelling Business Case for the Change Engaged, Skilled Change Leaders and Sponsors Accelerated Change Readiness Flexible and Adaptive Workforce Leverage Learning Capability

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Why the need for Change Management? SOLUTION IDENTIFICATION WRONG RIGHT Cell I II III IV SOLUTION IMPLEMENTATION Impact on Desired Business Objectives Failure Failure Failure INEFFECTIVE II 10% of occurrences III 70% of occurrences EFFECTIVE I 10% of occurrences IV 10% of occurrences Success The value of MIS Upgrade Project is realised only through successful implementation .



Commitment versus Compliance Pay now. or pay later?  Commitment building costs are significantly less than the cost of:    managing post-implementation resistance compromised implementation efforts project failure ...

but rarely generates initiative. Compliance strategies rely on external enforcement  .Commitment versus Compliance  Commitment is a powerful phenomenon in transition management  Commitment generates productive behaviour without the need for monitoring Compliance may result in similar behaviour.

Detailed Workplan Proposed Approach to Organisational Change Management Phase 1 .

A series of one day workshops delivered to a select number of staff representing identified stakeholder groups. Action plans to address implementation issues Greater ownership and awareness of MIS Upgrade Project Structured approach to identify potential implementation risks Consistent application of E&Y world-wide OCM tools Objective methods to determine potential implementation risks Involvement of stakeholder groups throughout Bank Comparison of perceived risks across management levels and locations Comparison of perceived risks over time How Benefit Value of Approach . Action plans can then be developed to leverage strengths and minimise potential risks. Surveys and other tools will be used to identify potential risks to MIS implementation.Change Readiness Assessment What Identifies key factors which may help or hinder the change process and is used to determine BIMB’s readiness to change.

.Change Readiness Assessment Implementation Factors for Success.. Aligned Performance & Culture Integrated Planning & Teams Powerful Business Case Vision Clarity Change Leadership & Accountability Change Specific Communication Increased Change Capability Stakeholder Commitment .

awareness. Accelerates contact. themes. Working directly with Project Teams and Task Force staff. goals. understanding and acceptance of the intended changes Reduces stakeholder resistance resulting in positive action (thinking and behaviour) Greater ownership and awareness of MIS Upgrade Project How Benefit Value of Approach Structured approach to develop communication plans Consistent application of Consultant’s world-wide OCM tools Greater re-use of data collected during Change Readiness Assessment . messages and vehicles used to communicate with key stakeholders (internal and external) throughout the duration of the MIS Upgrade Project. drawing on the results of the Change Readiness Assessment and using Consultant’s methods to identify most appropriate communications methods.Communications Strategy and Plan What Determines the strategies.

Communication Phase Internalization Institutionalization Adoption Grudging Compliance Formal Compliance Genuine Compliance Installation Commitment/ Compliance Threshold Positive Perception Understand the Change Understand the Change Disposition Threshold Installation Installation Acceptance Phase Preparation Phase Awareness Awareness Awareness I Contact Noncommitment Noncommitment Noncommitment Time OC160 .Communications Building Commitment Through Communications is a process...

Establishing a change infrastructure of staff who will promote the Bank MIS Upgrade Project Generating greater communication across the branch network Involvement of those most affected by the changes Greater understanding of change and their important role in the process Structured approach to managing change Opportunities for testing management potential Build on Change Readiness Assessment results Develop a link to customer facing staff in the branches Opportunities for breaking down barriers between branches How Benefit Value of Approach . Network is established initially by involving client staff in a one day workshop to explore business change principles and concepts within the context of the MIS Upgrade Project.Change Facilitator Network What Establishing an internal network of change champions to build awareness and understanding of change management principles.

Tips     Involve those most impacted by the changes Develop objective method for selecting candidates Select staff of equivalent seniority Select staff who are:      well regarded by their peers credible reliable eager to learn and be involved “opinion leaders” who are perceived to be management mouthpieces  Do not select staff:  .Change Facilitator .

Change Facilitator workshops and communication planning stages to produce a comprehensive roadmap addressing the human aspects of change for the duration of the project. Working with project managers and the Task Force to thread together all relevant information. It will also provide other people related issues which are beyond the scope of Phase 1. How Benefit Provide a Blue Print for Bank to manage change beyond March 1998 Provide further issues to consider to help align business needs with desired behaviour Structured approach to managing change Benefit of E&Y experience across similar IT enabled change projects Assistance with the identification of HR issues using Consultant’s Organisational Alignment methodology Value of Approach .Transition Management Plan What Incorporates data gathered during the Change Readiness Assessment.


measured and rewarded Reinforces and sustains desired behaviours over time through alignment of human and organisational systems . technology and culture changes Creates the environment where desired behaviours are communicated. modelled.Looking into the future The value of Organisational Alignment    Drives organisational behaviour needed for process.

the customers and other employees Communication Education & Development Leadership Effectiveness Organisational Structure Measurement & Reward Staffing and Deployment .Looking into the future Current State Behaviour Act without consideration of other units and their purpose  Withhold information from others  Elevate issues / problems upwards for resolution  Discount all ideas “not invented here”  Focus on own needs rather than those of the organisation  Organisational Performance Levers  Future State Behaviour Work with other units to address problems and opportunities  Share information with others  Take initiative to solve problems  Search out and welcome new ideas  Focus on the needs of the company.